I've never worked at a company as large as Google but in my experience things can be a little more optimistic than the post. When earn enough trust with your leadership, such as at the staff/architect level, you'll be able to tell them they are wrong more often and they'll listen. It doesn't have to be a "$50,000 check" every time.
That leads to a very important question - Why doesn't leadership always trust their engineers? And there's a very important answer that isn't mentioned in the blog post - Sometimes the engineers are wrong.
Engineers are extremely good at finding flaws. But not so good at understanding the business perspective. Depending on the greater context there are times where it does make sense to move forward with a flawed idea.
So next time you hear an idea that sounds stupid, take a beat to understand more where the idea is coming from. If you get better at discerning the difference between ideas that are actually fine (despite their flaws), versus ideas that need to die, then you'll earn more trust with your org.
I've never worked at a company as large as Google but in my experience things can be a little more optimistic than the post. When earn enough trust with your leadership, such as at the staff/architect level, you'll be able to tell them they are wrong more often and they'll listen. It doesn't have to be a "$50,000 check" every time.
That leads to a very important question - Why doesn't leadership always trust their engineers? And there's a very important answer that isn't mentioned in the blog post - Sometimes the engineers are wrong.
Engineers are extremely good at finding flaws. But not so good at understanding the business perspective. Depending on the greater context there are times where it does make sense to move forward with a flawed idea.
So next time you hear an idea that sounds stupid, take a beat to understand more where the idea is coming from. If you get better at discerning the difference between ideas that are actually fine (despite their flaws), versus ideas that need to die, then you'll earn more trust with your org.